The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications

Abstract

Despite the importance of post‑merger IS integration to the success of the whole merger, post‑merger IS inte‑ gration literature remains scarce. This paper attempts to synthesise the often implicit or vague definitions of post‑merger IS integration success with those provided in the vast body of literature on IS evaluation. As a result, four categories of success issues for post‑merger IS integration are proposed: User satisfaction with the integrated software's system and information quality as well as its use; Efficient and effective IS integration management; Efficient IS staff integration; and IS ability to support the underlying motives of the merger.

Abstract

Aptitude tests analyse the aptitude of persons for studying at a specific school or university as well as for working within a specific company. Due to the recent technology advances, web‑based solutions are increasingly used for the implementation of aptitude tests. These web‑based aptitude tests can be utilised for rather standardized test methods, testing a large amount of users. Based on the fact that web‑based aptitude tests are getting more and more common, a high user acceptance is important, especially since test results tend to be taken more seriously. Furthermore, the design of the test should be helpful and support the use of the test. In this context, the target of our research is to provide a framework for the evaluation of the user acceptance for web‑based aptitude tests. The research method is based on an exemplary web‑based aptitude test and includes the following steps: Firstly, we used the Dynamic Accep‑ tance Model for the Re‑evaluation of Technologies (DART) as a basis for the adoption of web‑based aptitude tests. DART is an instrument designed for the analysis and evaluation of the user acceptance of innovative technologies, prod‑ ucts or services. Based on a literature review and expert interviews, we identified the most important acceptance indica‑ tors. In a next step, we evaluated the defined acceptance indicators in a survey with test persons who carried out one selected web‑based aptitude test. Afterwards, we analysed the reliability and validity of the developed evaluation frame‑ work. The result shows that a detailed analysis of the influencing factors is generally possible with the use of DART. This approach helps to define a balanced set of measurable acceptance indicators for the evaluation of the user acceptance. Finally, we described lessons learned and the ongoing process to measure the acceptance of web‑based aptitude tests.

Abstract

In May 2003 an article by the former editor of the Harvard Business Review (HBR), Nicholas Carr, in HBR, suggested that IT was no longer a strategic concern for management and that investments in IT should, in future, be restricted to the routine. Carr's thesis has been widely debated, not least in the context of IT value in general and its strategic value in particular. Notwithstanding flaws in his reasoning, this short nine‑page article appears to have had a significant impact and influence on the way chief executives think about IT, and has had real consequences for IT budg‑ ets, not to mention careers. Carr went on to develop his ideas in a subsequent book. This article examines Carr's argu‑ ments at a number of levels and suggests that it would be unwise to base long‑term thinking about IT on his conclusions.

Abstract

IS evaluation exercises continued to engender scepticism. The evaluation of IS investment is considered a 'wicked problem' and there are good reasons for this judgement. The topic has attracted many researchers. There is a substantial body of literature on the problems of measurement and the inadequacies of traditional investment appraisal methods. A wide range of alternative tools has been proposed to replace these approaches. But many surveys of actual practice have established little evidence of their use. Reported IS evaluation practice appears to be relatively unsophisti‑ cated or absent in many organisations. This paper draws on existing literature and case material to analyse the problem facing organisations when planning an IS evaluation exercise. It argues that the factors that can undermine the effectiveness of IS evaluation projects pose ma‑ jor problems. Management apathy may be a rational response to a complex and difficult exercise that often yields little benefit to the organisation.

Abstract

This paper describes the evaluation of the national ePrescription system in Finland. It is based on a national ePrescription database. By the end of 2004, two hospitals had implemented the required technology and 300 ePrescrip‑ tions had been sent to the database. A multidisciplinary evaluation framework was used to help direct the design and implementation of the system, and for evaluating its impact from different stakeholders' perspectives. The theoretical foundations of the framework are depicted in detail in another article by the authors (submitted).

Abstract

Productivity and innovativeness of information work is becoming an important issue among information work‑ers. This paper explores the working and learning of IS professionals when adopting new application development tools. I study how the IS professionals work, communicate, think through problems, and learn by way of getting work done. I also analyse the changes that the adoption causes to the individual style of working. The research questions are formu‑ lated as follows: 1) what contributes to the effective use of IT tools? 2) How does the adoption of new tools affect the individual working methods? The research is based on interviews of fourteen young professionals who have recently started using a new application development tool. The interviews have been conducted in their working places. The fo‑ cus is on learning at work. Special attention is paid to the initial motivation of the innovation, to knowledge acquisition, and to communication with their team members during the problem solving process. According to the findings, the IS professionals' working style is personal and context‑oriented. As learners they do not interact with their peers and do not use systematic working methods too much. The Internet and help systems are used as the basis of group interaction and source of knowledge more likely than colleagues and textbooks. The systematic orientation of working practice is limited to the context at hand. At the end of the study, the results are discussed and recommendations are proposed to improve the software process.

Abstract

The purpose of this paper is to evaluate IT productivity in Australia. Our model incorporates profit maximiza‑tion assumption and allows inefficiency. You have found IT hardware is the single factor which provides positive contribu‑ tion to the productivity.

Abstract

This paper shows, which concepts and frameworks currently exist to measure the performance of the IT de‑partment and its delivered IS services. We discuss how a performance management system might be designed and im‑ plemented with the purpose to monitor and improve the IT function. A performance metrics catalogue has been elabo‑ rated to document and to enable a common understanding of the individual metrics. Finally, this paper provides lessons learned and some recommendations for further research in the area of IT performance management.

Abstract

This study compares the financial performance trend of successful and less successful ERP implementers over three years following the implementation. The findings indicate no significant difference in the change in ROA and ROI of the two groups of adopters. Successful ERP adopters however have statistically significant higher efficiency benefits in terms of Asset Turnover and Capital Turnover than the less successful ERP adopters in the first two years after implementation. The findings of this paper reveal no significant contribution of the implementation effort to the suc‑ cess of ERP implementations.